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How Do You Know if it was a GOOD Sales Call???
 

How Do You Know if it was a GOOD Sales Call???

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The Circuit was thrilled to feature Bob D'Agnillo at the Regional Entrepreneur Forum. Bob shared some methods and techniques to analyze how effective your sales people are going out making sales ...

The Circuit was thrilled to feature Bob D'Agnillo at the Regional Entrepreneur Forum. Bob shared some methods and techniques to analyze how effective your sales people are going out making sales calls on executives.

Let's take a look at how they call on customers and prospects to see if they truly are in alignment with what the buyer wants to discuss with them.

You'll find you don't need to always be out there with them to see how effective they are when they have 30-60 minutes with a prospect.

We'll dive into why sales people are more comfortable calling on I.T. type individuals rather than the executives that own the critical business issues that are driving certain companies to look at how they need to change the way they do business in today's very difficult economy.

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    How Do You Know if it was a GOOD Sales Call??? How Do You Know if it was a GOOD Sales Call??? Presentation Transcript

    • How do you know it was a good Sales Call ??? Bob D’Agnillo December 18, 2009 © Solution Selling, Inc. 2008
    • How do you know how the sales person did after a call today?  Voicemail to manager?  CRM entry?  Internal forms?  Others? ? www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 1
    • Credit and Copyright Information Trademark Notice: The following trademarks and service marks are owned or licensed by Solution Selling, Inc. Any questions concerning the use of these trademarks, whether a name that does not appear on this list is in fact a trademark of Solution Selling, Inc. or comments concerning this manual, workshop or presentation should be referred to Solution Selling, Inc. in the United States at the following address: 4720 Piedmont Row Drive, Suite 400 Charlotte, North Carolina 28210 USA Phone: 704.227.6500 FAX 704.364.8114 Solution Selling® and Situational Fluency Prompter®, are registered trademarks and service marks of Solution Selling, Inc. Pain Sheets™, 9 Block Vision Processing Model™, Pain Chains™, Pipeline Milestone Worksheet™ are trademarks and service marks of Solution Selling, Inc. All other referenced marks are those of their respective owners. Copyright Notice: This manual is a copyrighted work of Solution Selling, Inc. This manual may not be reproduced in whole or in part without the prior written consent of Solution Selling, Inc. © 1985 - 2007 Solution Selling, Inc. - All rights reserved - Confidential 422 MAT www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 2
    • Follow up Letter / e-mail Dear Steve, Thank you for arranging the meeting with the executive team at XYZ corporation. Once again I would like to apologize for the following: (1) The misunderstanding of the time of the meeting. With you being in Indiana and with all of the changes to the time zones, it’s easy to see why we were an hour late. (2) My technical expert is trying to understand why our demo system didn’t work at your location. (3) My misunderstanding that your company didn’t recognize “dress down” Fridays. Our next steps (4) Hopefully you can call the leadership team together again for another try. At that meeting, we’ll show you some things from our system that YOU NEED. I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you on Friday to discuss it further. Sincerely, Clyde Cooper P.S. I am attaching a citation I received from your security department for parking in a handicapped spot. I sent them an email with a picture showing it wasn’t clearly marked. www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 3
    • Qualification Components: Potential Sponsor Letter / e-mail 1 Pain 2 Reasons for the Pain 3 Buying Vision 4 Agreement to Explore 5 Bargain for Access to Power 6 Next Steps / Proof Step Dear Butch, Thank you for your interest in TNB Card Services. The purpose of this letter (email) is to summarize my understanding of our meeting and our action plan. We discussed the following: (1) Your primary critical business issue is your lack of cardholder and loan balance growth. (2) The reasons you are having this critical business issue are:  Your products are not competitive with national issuers and other credit unions  You lack card expertise and platform flexibility  Members are unaware of card offerings (3) The capabilities you said you needed to resolve this situation are:  The ability to offer the right card that would be competitive in your market  The ability to offer multiple options of credit line, interest rate, rewards, and fee combinations on one card type  To have competitive turnkey marketing programs to choose from focused on acquiring new cardholders and growing balances Our next steps (4) You agreed to move forward with our company (5) and said if we succeed in proving we can give you these capabilities, you will introduce me to Mike Bellotti, VP Lending. You mentioned he/she is not happy with the impact that your critical business issue is having upon his/her ability to grow high yield loans. (6) I would like to propose a conversation between you and a Card Manager at another Credit Union who has converted to TNB Card Services and grown his cardholders and loan balances with our help. I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you on Friday to discuss it further. Sincerely, Chris Fowler www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 4
    • Basic Principle BASIC PRINCIPLE NO PAIN, NO CHANGE Pain = Problem, Critical Business Issue or Potential Missed Opportunity www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 5
    • Basis of Pain  Increasing  Costs  Competitive losses  Errors  Customer complaints  Returns  Employee turnover  Eroding  Profits  Market share  Service quality  Growth rate ? COMMON DENOMINATOR  Customer care  Compliance  Government regulation  Industry standard www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 6
    • Getting Pain Admitted Question Examples SITUATION QUESTIONS “Today, when one of your customers wants to place an order on a day their salesperson is not going to call them, what do they do?” “Today, how do your customers get notified of new products or promotions?” “When a prospect calls a salesperson to ask a FAQ, how is that call handled?” “How do your salespeople get referrals from existing customers today?” “What bad thing happens because of the situation you described?” MENU OF PAIN QUESTIONS “The top three difficulties we are hearing from CIOs these days include:  Difficulty implementing new technologies  Inability to meet users' technology demands  Trouble keeping up with technology change …are you facing any of these issues today?” OR …are you curious how we have helped our customers deal with these issues?” www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 7
    • Situational Fluency What Buyers Should Expect from Salespeople Situational Capability Knowledge Knowledge How Do We Integrate? People Selling Skills Skills Situational Fluency: Integration of knowledge and skills by the salesperson for “eagle” performance www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 8
    • Conceptual Sales Territory Of all the people who could benefit from your offering… What % are actively evaluating? Not Looking Active * *  Power person driving evaluation  Business issues defined  Requirements documented  Evaluation team in place www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 9
    • Basic Principle: There are Four Levels of Buyer Need BASIC PRINCIPLE Level Four: Active Evaluation Level Three: Vision of a Solution Level Two: Admitted Pain Level One: Latent Pain www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 10
    • How Organizations Evaluate and Buy Not Looking Active Requirements Company A Company B Company C                                  www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 11
    • Shifting Buyer Concerns Buying Phases Phase I: Phase II: Phase III: Determine Needs Evaluate Alternatives Evaluate Risk Risk Needs Level of Concern Cost Price Needs Solution Risk Solution Time “Am I paying “What do “What meets too much?” I Need?” my needs?” “But what if……?” www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 12
    • Key Selling Skills Sales Process Steps PLAN CREATE QUALIFY DEVELOP PROVE NEGOTIATE CLOSE Prospecting Developing Needs Developing and Delivering Value Managing Proof Accessing Power Qualifying / Disqualifying Controlling the Process Negotiating / Closing Aligning www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 13
    • Crossing the Chasm Early Market - Early Adopters - Innovators New Accounts Late Market Early Majority Late Majority Laggards www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 14
    • Basic Principle BASIC PRINCIPLE YOU CAN’T SELL TO SOMEONE WHO CAN’T BUY www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 15
    • Approval Types and Roles Informal: Opportunity Level  Sponsor  Cannot make the buying decision  Provides information  Conducts internal selling  Provides access to power  Power Sponsor (a.k.a. “VP of Change”)  Enough influence (regardless of title) and authority to get it if they want it, even if unbudgeted  Can and will take you anywhere in the organization you need to go  Can and will negotiate the steps leading to a buying decision  Beneficiary  Adversary  End user Formal: Account Level  Legal / Technical / Administrative (Purchasing)  Financial  Ultimate Authority www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 16
    • Potential Power Sponsor Letter / e-mail Qualification Components: 1 Pain 2 Reasons for the Pain 3 Buying Vision 4 Organizational Impact 5 Agreement to Explore 6 Evaluation Plan Set-up Dear Mike, Thank you for meeting with Butch Davis and me earlier today. I believe it was time well spent for both organizations. We discussed the following: (1) Your primary critical business issue is lack of high yielding loan growth resulting from an inability to grow cardholders and loan balances . (2) The reasons you are having this critical business issue are:  Your products are not competitive with national issuers and other credit unions  You lack card expertise and platform flexibility  Members are unaware of card offerings (3) The capabilities you said you needed to resolve this situation are:  The ability to offer the right card that would be competitive in your market  The ability to offer multiple options of credit line, interest rate, rewards, and fee combinations on one card type  To have competitive turnkey marketing programs to choose from focused on acquiring new cardholders and growing balances (4) You said if you had these capabilities that you could grow high yielding loans, resulting in Urban Meyer (CFO) increasing ROA, and Pete Carroll (CEO) could grow the membership. Our next steps (5) When I told you I was confident that our organization can help you increase high yielding loans, you agreed to take a serious look at our ability to do so. (6) Based on my knowledge to date, I am suggesting an evaluation plan for your further exploration of our organization’s capabilities. Look over the plan with Butch and I will call you on Friday to get your thoughts. Sincerely, Chris Fowler Attachment: Draft Evaluation Plan www.solutionselling.com © Solution Selling, Inc. • 2007  PAGE 17
    • If you want any follow up: Bob D’Agnillo bobd@fuse.net 513-703-664 © Solution Selling, Inc. 2008